Does this story sound familiar? An attorney finally landed the job that he wanted. To get there, he invested a great deal of time and money and even became fluent in a new language. But now that the attorney has arrived, the difference between the land of the academic hypothetical and the real world has him breaking out in a cold sweat. What should he do?
Or consider another scenario: A lawyer has been at the firm for a while and really feels as though she knows her way around. But maybe it's time to blaze a new trail or cultivate and refine some of her rougher terrain. What should be her next move?
In both cases, the effective use of a mentor could be part of the answer. Most attorneys, who haven't seriously thought about working with a mentor, probably should. Some people believe that having a good mentor was the single most important factor in achieving associate satisfaction and, thus, loyalty to the firm.
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Whether an attorney taps a mentor to learn his or her way around a firm or to refine some aspect of his or her practice, the result will improve the attorney's satisfaction. Many attorneys cite concerns with professional development, not financial incentives, as the primary reason they changed jobs.
Indeed, lawyers at all levels are actively seeking firms that provide strong management and leadership, thoughtful and professional relationships, and exciting and rewarding work challenges. Working with a mentor can address a big part of that winning combination. Attorneys who make it their business to engage a mentor usually report feeling more personally connected with a firm. They have a sense that someone is listening and taking them seriously. As a result, they generally feel more supported in their work and are therefore more a part of the firm.
BRIDGING THE GAPS
Although this is true for established partners, laterals and junior attorneys, it is especially important for new associates who tend to be removed from firm operations. Junior attorneys, who are often asked to handle significant client-related tasks with little guidance, soon discover that their work will be scrutinized closely. Naturally, they feel that there is a chasm between their current abilities and the firm's standards and expectations. A mentor's supportive assistance and advice can help bridge that gap.
A viable mentoring program can only exist at a firm in which leadership support of these efforts is clear. Traditionally, mentoring and other professional development programs have received something less than priority attention at many firms. After all, management, like administration, is a secondary, non-billable activity. Fortunately, that mind-set has been changing, albeit slowly.
Progressive firms, with a longer view of their practice and practitioners, are recognizing that mentoring programs serve their best interests. A mentor can help new associates or lateral hires understand the critical dos and don'ts of the firm, introduce them to the firm's major players, and help them navigate the practice departments.
Mentors can also help new attorneys refine their legal skills. By facilitating the adjustment of new attorneys to firm culture and practice, the firm shortens the time before attorneys begin to deliver productive work. Firms realize that this can be as crucial to their success as having attorneys rack up billable hours. These "softer" programs have a palpable and positive impact on the firm's bottom line. Accordingly, many more firms are investing in their attorneys and instituting formal mentoring programs.
An attorney at a firm that does not offer structured programs may want to suggest that one be formed. On this front, it is crucial that a firm allocate the proper resources to create and implement a program that works in its unique environment. A less consuming alternative is for an attorney to establish a mentoring relationship on his or her own. Potential mentors – more experienced attorneys – are likely to be flattered by such a request for professional guidance.
HISTORICALLY SPEAKING
Structured mentoring programs at law firms may be a relatively recent phenomenon, but mentoring itself lies at the origins of the legal profession. Historically, there is a strong precedent for expecting positive results from mentoring relationships. Before law schools existed, lawyers learned their profession as apprentices to practicing attorneys. They worked closely with experienced lawyers who taught them, oversaw their work and provided counsel.
Law schools later appeared to formalize the teaching of legal theory, but any attorney will agree that academic schooling is only an introduction to the ins and outs of practicing law. Real learning starts on the job. Having a mentor allows an attorney to continue his or her learning in a supportive environment. With a mentor, a new lawyer can explore ideas and ask questions of an experienced colleague before turning out a final client product. The novice is not left alone to reinvent the wheel or make expensive mistakes.
It is easier for associates and laterals to work within a formalized mentoring program. By adopting a formal structure (such as creating a file number to which relevant attorney time can be recorded), the firm sends a message to participating attorneys that it has sanctioned mentoring as a valid use of their work time.
One example of a structured mentoring program is one in which more experienced attorneys agree to serve as mentors for each entering attorney. The primary shared goal is to help attorneys adapt to the firm and to encourage new attorneys to set additional personal-development goals, but a firm will anticipate that the mentoring program will have far-reaching benefits for all of its attorneys. For example, a shortened learning curve increases productivity, which benefits everyone at the firm.
Some experts advise that a mentoring relationship not become a never-ending pairing: Sometimes, it is best to set an end-date for a mentoring relationship. Also, an end-date can provide impetus for the participants to set specific, defined goals and time frames to achieve those goals. Relationships can always be renewed if both parties agree. In addition, periodic mentoring evaluations reviewed by a third party help to keep both the relationships and the program on track.
Among other things, they can also provide a "no-fault exit" for either of the attorneys if the mentoring effort appears to have become derailed. Ideally, a firm will have a well-trusted administrator designated to help track and assess the viability of these relationships. This enables the participating attorneys to focus on the substantive purpose and goals of their joint efforts.
At the outset, it is important to understand that many mentoring programs do not succeed. These relationships fail for many reasons. Unclear or mismatched expectations, unrealistic goals and the assumption that things will happen naturally (without affirmative planning) seem to top the list.
So, what does it take to make the mentoring relationship work? Primarily, both the mentor and the mentee must understand that it is the mentee who should make the major decisions about the relationship. A mentor's years of experience might suggest that she or he could dictate a junior attorney's development. That type of involvement, however, is tempered by the reality of the heavily competing demands on the more senior attorney's time.
Although a mentor can offer guidance or the occasional nudge, it is up to the mentee to ask for direction when it is needed and then choose what steps eventually to take. Each individual is ultimately responsible for his or her actions. A mentor cannot change that. So, once the mentored attorney has agreed to take control, what steps will maximize the effort?
11 STEPS TO SUCCESS IN FINDING A MENTOR
1. Give it some advance thought. Before seeking out a mentor, an attorney should consider his or her own needs and the potential goals in the pursuit of which a senior attorney might provide assistance. Is internal political guidance the goal? Or perhaps business development skills? Depending on the goal, one type of adviser might be better than another. If the mentee wants to learn more about particular litigation techniques, yet a different type of mentor might be selected.
2. Make an educated selection. Although there are no guarantees that any mentor/mentee relationship will work, doing a little homework will certainly improve its chances. Talking to other people at the firm and forming impressions about potential candidates is a good way to start. The best-matched lawyers tend to identify well with one another and even make a personal connection. Equally important, it must be feasible to set aside time for the relationship. For example, in most cases the mentor candidate should not be a department chair, because such people have so little available time, or someone whose practice calls for extensive travel and who likely will be away for six months at a time.
3. Bring something to the table. When approaching a potential mentor, it is important for the mentee to offer something in return. As in any successful relationship, each party has to give and take. Special skills, contacts, even an exuberant willingness to learn are assets that mentor and mentee will contribute to the relationship.
4. Both parties must agree to the relationship and make a commitment. Because the mentoring relationship is not a deliverable client service (as it's not billable), the concomitant pressures that attach to those efforts are not present. Consequently, the interest in and commitment to a mentoring relationship must be mutual and voluntary.
5. Set expectations up front and continue to revisit them. Decide and agree on the logistics of the commitment. If the firm does not provide a framework for the relationship, the parties must outline one that delineates what is expected of each individual. This includes setting guidelines for the commitment of time. A general rule of thumb is two hours a month. Next, decide how long the relationship should continue and set an end-date.
6. Schedule meetings in advance, but stay flexible. All relationships take time and effort to maintain. Decide if mentor/mentee meetings will take place weekly, biweekly or monthly. Get creative if need be. Meet at the gym or over breakfast. Put a few dates in ink. Be mindful, however, that other demands may compel a mentor to cancel on occasion. A junior attorney will benefit from being flexible. As unfair as it might appear, a mentee should not be the one to cancel an appointment unless absolutely unavoidable. Because the mentor is the one giving up time to help a newer member or associate, his or her schedule should take priority. Because the relationship is voluntary and mutual, however, a mentee should approach the mentor if there have been too many cancellations and too few efforts to make up for the lost time. Such a circumstance may be a signal that changes to the relationship are needed.
7. Set specific and achievable goals. Clarifying specific, achievable goals and related interim steps (such as orientation to the firm, developing professional contacts and balancing workload demands) and establishing a timeline for progressing toward those goals will help keep both parties focused and productive. It will also provide a standard against which to assess whether the mentoring effort has been productive.
8. Time is precious. Attorneys are busy. Mentoring is a learning process, and as with any training regimen, participants must be ready and willing. As the mentee is in the driver's seat and is defining the nature of the training, he or she should always be prepared with an agenda for discussion at each meeting.
9. Mentors don't solve the problems of mentees. "Rather than give him a fish, teach him to fish" is a mind-set that mentors and mentees should adopt as a general rule. Mentors should assist and advise their junior counterparts to analyze and meet their challenges by themselves. Such learning opportunities will prove useful in the future. That said, depending on the circumstances, the occasional personal intervention by a mentor could be both welcome and appropriate.
10. Do not overstep the professional nature of the relationship. The mentoring relationship is a professional one. Be frank and open within the agreed-on scope of communication. If the relationship evolves into a friendship, that's fine. But a mentee should not assume that it is appropriate to raise personal matters unrelated to work.
11. Monitor progress. Mentees should keep track of their established goals, the progress that they have made and the road that lies ahead. If those goals aren't being met, make a conscious decision to change direction or to get back to the original path.
The mentor/mentee relationship can be one of the most valuable in an attorney's career. There is no rule that prevents someone from having multiple mentors. Think of it like assembling a personal board of directors. A mentor, or mentors, will help make any attorney more confident in making decisions and in choosing or changing directions on his or her career path.
Choosing a mentor is one important way to take control of a career, a decision that will confer benefits for years to come.
- Mentors aren’t just advisors — they are people who believe in your journey, a point powerfully made in Why Everyone Needs Someone to Believe in Them.
About Harrison Barnes
No legal recruiter in the United States has placed more attorneys at top law firms across every practice area than Harrison Barnes. His unmatched expertise, industry connections, and proven placement strategies have made him the most influential legal career advisor for attorneys seeking success in Big Law, elite boutiques, mid-sized firms, small firms, firms in the largest and smallest markets, and in over 350 separate practice areas.
A Reach Unlike Any Other Legal Recruiter
Most legal recruiters focus only on placing attorneys in large markets or specific practice areas, but Harrison places attorneys at all levels, in all practice areas, and in all locations-from the most prestigious firms in New York, Los Angeles, and Washington, D.C., to small and mid-sized firms in rural markets. Every week, he successfully places attorneys not only in high-demand practice areas like corporate and litigation but also in niche and less commonly recruited areas such as:
- Immigration Law
- Workers Compensation
- Insurance
- Family Law
- Trust and Estate
- Municipal law
- And many more...
This breadth of placements is unheard of in the legal recruiting industry and is a testament to his extraordinary ability to connect attorneys with the right firms, regardless of market size or practice area.
Proven Success at All Levels
With over 25 years of experience, Harrison has successfully placed attorneys at over 1,000 law firms, including:
- Top Am Law 100 firms such including Sullivan and Cromwell, and almost every AmLaw 100 and AmLaw 200 law firm.
- Elite boutique firms with specialized practices
- Mid-sized firms looking to expand their practice areas
- Growing firms in small and rural markets
He has also placed hundreds of law firm partners and has worked on firm and practice area mergers, helping law firms strategically grow their teams.
Unmatched Commitment to Attorney Success - The Story of BCG Attorney Search
Harrison Barnes is not just the most effective legal recruiter in the country, he is also the founder of BCG Attorney Search, a recruiting powerhouse that has helped thousands of attorneys transform their careers. His vision for BCG goes beyond just job placement; it is built on a mission to provide attorneys with opportunities they would never have access to otherwise. Unlike traditional recruiting firms, BCG Attorney Search operates as a career partner, not just a placement service. The firm's unparalleled resources, including a team of over 150 employees, enable it to offer customized job searches, direct outreach to firms, and market intelligence that no other legal recruiting service provides. Attorneys working with Harrison and BCG gain access to hidden opportunities, real-time insights on firm hiring trends, and guidance from a team that truly understands the legal market. You can read more about how BCG Attorney Search revolutionizes legal recruiting here: The Story of BCG Attorney Search and What We Do for You.
The Most Trusted Career Advisor for Attorneys
Harrison's legal career insights are the most widely followed in the profession.
- His articles on BCG Search alone are read by over 150,000 attorneys per month, making his guidance the most sought-after in the legal field. Read his latest insights here.
- He has conducted hundreds of hours of career development webinars, available here: Harrison Barnes Webinar Replays.
- His placement success is unmatched-see examples here: Harrison Barnes' Attorney Placements.
- He has created numerous comprehensive career development courses, including BigLaw Breakthrough, designed to help attorneys land positions at elite law firms.
Submit Your Resume to Work with Harrison Barnes
If you are serious about advancing your legal career and want access to the most sought-after law firm opportunities, Harrison Barnes is the most powerful recruiter to have on your side.
Submit your resume today to start working with him: Submit Resume Here
With an unmatched track record of success, a vast team of over 150 dedicated employees, and a reach into every market and practice area, Harrison Barnes is the recruiter who makes career transformations happen and has the talent and resources behind him to make this happen.
A Relentless Commitment to Attorney Success
Unlike most recruiters who work with only a narrow subset of attorneys, Harrison Barnes works with lawyers at all stages of their careers, from junior associates to senior partners, in every practice area imaginable. His placements are not limited to only those with "elite" credentials-he has helped thousands of attorneys, including those who thought it was impossible to move firms, find their next great opportunity.
Harrison's work is backed by a team of over 150 professionals who work around the clock to uncover hidden job opportunities at law firms across the country. His team:
- Finds and creates job openings that aren't publicly listed, giving attorneys access to exclusive opportunities.
- Works closely with candidates to ensure their resumes and applications stand out.
- Provides ongoing guidance and career coaching to help attorneys navigate interviews, negotiations, and transitions successfully.
This level of dedicated support is unmatched in the legal recruiting industry.
A Legal Recruiter Who Changes Lives
Harrison believes that every attorney-no matter their background, law school, or previous experience-has the potential to find success in the right law firm environment. Many attorneys come to him feeling stuck in their careers, underpaid, or unsure of their next steps. Through his unique ability to identify the right opportunities, he helps attorneys transform their careers in ways they never thought possible.
He has worked with:
- Attorneys making below-market salaries who went on to double or triple their earnings at new firms.
- Senior attorneys who believed they were "too experienced" to make a move and found better roles with firms eager for their expertise.
- Attorneys in small or remote markets who assumed they had no options-only to be placed at strong firms they never knew existed.
- Partners looking for a better platform or more autonomy who successfully transitioned to firms where they could grow their practice.
For attorneys who think their options are limited, Harrison Barnes has proven time and time again that opportunities exist-often in places they never expected.
Submit Your Resume Today - Start Your Career Transformation
If you want to explore new career opportunities, Harrison Barnes and BCG Attorney Search are your best resources. Whether you are looking for a BigLaw position, a boutique firm, or a move to a better work environment, Harrison's expertise will help you take control of your future.
Submit Your Resume Here to get started with Harrison Barnes today.
Harrison's reach, experience, and proven results make him the best legal recruiter in the industry. Don't settle for an average recruiter-work with the one who has changed the careers of thousands of attorneys and can do the same for you.
About BCG Attorney Search
BCG Attorney Search matches attorneys and law firms with unparalleled expertise and drive, while achieving results. Known globally for its success in locating and placing attorneys in law firms of all sizes, BCG Attorney Search has placed thousands of attorneys in law firms in thousands of different law firms around the country. Unlike other legal placement firms, BCG Attorney Search brings massive resources of over 150 employees to its placement efforts locating positions and opportunities its competitors simply cannot. Every legal recruiter at BCG Attorney Search is a former successful attorney who attended a top law school, worked in top law firms and brought massive drive and commitment to their work. BCG Attorney Search legal recruiters take your legal career seriously and understand attorneys. For more information, please visit www.BCGSearch.com.
Harrison Barnes does a weekly free webinar with live Q&A for attorneys and law students each Wednesday at 10:00 am PST. You can attend anonymously and ask questions about your career, this article, or any other legal career-related topics. You can sign up for the weekly webinar here: Register on Zoom
Harrison also does a weekly free webinar with live Q&A for law firms, companies, and others who hire attorneys each Wednesday at 10:00 am PST. You can sign up for the weekly webinar here: Register on Zoom
You can browse a list of past webinars here: Webinar Replays
You can also listen to Harrison Barnes Podcasts here: Attorney Career Advice Podcasts
You can also read Harrison Barnes' articles and books here: Harrison's Perspectives
Harrison Barnes is the legal profession's mentor and may be the only person in your legal career who will tell you why you are not reaching your full potential and what you really need to do to grow as an attorney--regardless of how much it hurts. If you prefer truth to stagnation, growth to comfort, and actionable ideas instead of fluffy concepts, you and Harrison will get along just fine. If, however, you want to stay where you are, talk about your past successes, and feel comfortable, Harrison is not for you.
Truly great mentors are like parents, doctors, therapists, spiritual figures, and others because in order to help you they need to expose you to pain and expose your weaknesses. But suppose you act on the advice and pain created by a mentor. In that case, you will become better: a better attorney, better employees, a better boss, know where you are going, and appreciate where you have been--you will hopefully also become a happier and better person. As you learn from Harrison, he hopes he will become your mentor.
To read more career and life advice articles visit Harrison's personal blog.
